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Saybrook University will facilitate a 3-day crisis management workshop hosted at the City of Renton. The workshop will introduce the fundamentals of crisis management and strategy. The workshop will emphasize learning about how to prepare for and respond to a multitude of crises from systems, organizational dynamics, and psychodynamics perspectives. This workshop will demonstrate the crucial activities and programs that organizations need in place before, during and after a crisis.
Participants will learn how to:
1. Improve their...

Successful managers in virtual organizations say that it's not about the tasks - the first priority is building relationships on the team, so that it can function like a team. So that people aren't afraid to offer innovative ideas or criticize bad ones. So that team members will know someone has their back.
How do you do that in a virtual environment - especially if you're working with teams that span the globe?
That's the question Dr. Charles Piazza takes up in part two of his recent webinar, "Managing the Global ...

How do organizations made up of networked employees across the country, or the world, foster the close teamwork and collaboration necessary to make basic processes move smoothly, let alone to innovate and thrive?
It's a vital question to answer, impacting everything from global productivity to worker satisfaction.
Dr. Charles Piazza, who directs Saybrook's MA in Management (specializing in global workforce collaboration) says that the information economy has disrupted the tools we had, but has also given us the tools we...

by Lynn Harrison. PhD
The focus of my dissertation research was the phenomenon of abrasive leadership, that is, a pattern of managerial behavior that causes significant distress for coworkers, impacting organizational functioning. In doing my initial research, I found that most of the writing on this topic was focused (quite understandably) on the recipients of this behavior, those poor coworkers who had suffered the wrath or impatience of a frustrated boss. There was really nothing written from the point of view of the so-called...

No one likes to be managed. It is intrinsically diminishing and a poor substitute for leadership. Managing also doesn’t work as a long-term strategy for enrolling people in a shared effort, whether in business, families, or communities. So, how did we come to elevate managing and management as the epitome of leadership, and why do we attempt to run our businesses and lives by managing people?
Underneath all the stories we tell ourselves, we manage people because we basically do not trust our capacity to be honest, direct, and transparent...